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"Today there is a gap between organizational strategy and day-to-day management activities. To capitalize on new opportunities, or "getting ahead" rather than just "staying in business," most workplaces need a radical transformation. This transformation can begin with how organizations devise and manage their portfolios. Long underutilized as a mechanism to provide value, portfolio management is now being recognized as an effective approach to bridging these critical business elements. The Business of Portfolio Management offers keys to adopting a new approach to portfolio management that boosts organizational value. A veteran in the field, author Iain Fraser proposes a solution that lies in using the value management framework to link organizational strategy to portfolio content and to delivery mechanisms. In this expansive guide, case study examples illuminate in-depth discussions explaining the value management framework, implementation and delivery techniques, portfolio leadership qualities, key roles and professional development, and change management. Also included is an overview of organizational maturity models to evaluate project, program, and portfolio performance as well as tools and techniques to implement, execute, and measure their benefits and value contribution. To capture success, every organization should ultimately thrive in a culture that embraces its purpose, people, and performance (or the "3Ps to success"), so that aligned activity and empowered people can achieve the confidence to deploy true portfolio management, which is how The Business of Portfolio Management does business that adds value to any organization"--

This intermediate-level undergraduate textbook in environmental economics builds on the microeconomics courses students take in their first year. It intentionally does not survey the whole field or present every possible topic. Instead, there is a clear focus on the theory of environmental policy and its practical applications. Most of the applied parts of the book deal with the economics of environmental policy in the European Union and in the United States. The book combines basic environmental economic analysis, such as the internalization of externalities, with recent developments in this field, including induced technical change and coalition theory. Moreover, topics from daily policy debates such as global warming are put into economic perspective. This is done in an intelligible form for advanced undergraduate students of economics, business administration and related fields. Each part of the book contains a set of exercises and suggested solutions

AbstractIn this paper we examine whether proximity to market affects the extent and form of corporate environmental reporting of companies listed in the FTSE 250. The reason for examining this issue is that it is frequently asserted, but not demonstrated, that closeness to market will correlate positively with proactive communication of environmental activities. Our results show that this assertion is, in particular reporting contexts, true. In particular, we find that companies who are close to market, or are brand‐name companies, are highly likely to adopt one of the several forms of environmental reporting considered (particularly reporting on product life‐cycle or supply chain and reporting through the BitC benchmark system). We also show that companies proximate to market are more likely to be the target of media attention, but are unable within the bounds of the research to assess whether this is a cause of increased environmental reporting or an effect of it. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment.

AbstractIn this paper, we econometrically examine the performance of salience theory (ST) for explaining observed behavior outside of a fully defined state contingent setting. Using a well‐known dataset, we find that only a minority of people act consistently in the way proposed by ST when confronted with lottery choices for which only marginal probabilities are presented. By estimating the implied dependence structure of payoffs consistent with ST, only a minority of people infer independent payoffs when attaching probabilities to states, a finding at odds with ST. Instead, a majority treat lotteries as having positively correlated payoffs which raise questions about the independence assumption in ST. Finally, we also find that ST explains choice behavior less consistently than expected utility. Thus, ST should not be assumed to be superior to the most prominent models within the literature when employed outside of particular contexts.

AbstractThis article analyses one of the most common tools employed by global focal companies in sustainable supply chain management (SSCM) across all industries: supplier sustainability self-assessment questionnaires. Extant research has moved beyond the questions of whether and which suppliers should be assessed. Current research is already focussing on how to share and standardise such assessment data. Despite mounting general research on SSCM, we identified that specific tools such as self-assessment questionnaires have not been empirically analysed in SSCM literature. Thus, this paper addresses the research questions of what differences there are among supplier self-assessment questionnaires and how supplier responses to such questionnaires might be influenced. Our research involves an abductive multiple-case study design and an analysis of over 25,000 responses from globally dispersed suppliers to two types of supplier sustainability self-assessment questionnaires administered and requested by a global automotive focal company.Although the two questionnaires covered similar areas of sustainability practices and were administered to suppliers of the same focal company, the suppliers' responses demonstrated various observable differences in average sustainability scores.Social desirability bias and supplier assessment fatigue were identified as issues confronting such questionnaires. We find that questionnaire design, how the questionnaire is embedded in the focal company's processes and institutional settings are factors that potentially influence suppliers' responses and could counteract social desirability bias and supplier assessment fatigue. Based on these findings we make suggestions for improving these SSCM tools and provide recommendations for further research.